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Implementing Project and Program Benefit Management [Kõva köide]

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Implementing Project and Program Benefit ManagementSuurem pilt
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Püsilink: https://www.kriso.ee/db/9781498786393.html
Märksõnad:
One of the most difficult, yet important, questions regarding projects is "What advantages will this project create for the investors and key stakeholders?" Projects and programs should be treated as investments. This means that the focus of projects shifts from delivering within the triple constraints (timecostquality) towards some of the more fundamental questions:





What is the purpose of this investment? What are the specific advantages expected? Are these benefits worth the investment?

Implementing Project and Program Benefit Management is written for executives and practitioners within the portfolio, program, and project environment. It guides them through the important work that must be addressed as the investment progresses towards the realization of benefits. The processes discussed cover the strategic elements of benefits realization as well as the more detailed requirements, which are the domain of the program delivery teams and the operational users. Using real cases to explain complex situations, operational teams and wider groups of stakeholders, including communities affected by infrastructure projects, will be able to engage in the conversation with the sponsors and delivery teams.

Covering an area of program and project management that is rapidly becoming more widely valued, this book blends theory with practical experience to present a clear process flow to managing the benefits life cycle. Best practices are defined, and pitfalls and traps are identified to enable practitioners to apply rigor and structure to this crucial discipline.
Dedication vii
Preface xvii
Acknowledgments xix
About the Author xxi
Introduction xxiii
Part One Establishing the Language 1(62)
Chapter 1 What Are Benefits and Why Are They Important?
3(22)
1.1 What Are Benefits?
5(4)
1.1.1 Characteristics of Benefits
6(2)
1.1.2 Why Are Benefits Important?
8(1)
1.2 Benefits Realization Management
9(2)
1.3 Categorization of Benefits
11(9)
1.3.1 Financial and Nonfinancial Benefits
13(2)
1.3.2 Triple Bottom Line
15(1)
1.3.3 Efficiency and Effectiveness Factors
16(2)
1.3.4 Tangible and Intangible Benefits
18(2)
1.4 Stakeholders and Benefits
20(1)
1.5 Changing the Conversation
21(2)
Exercises and Activities
23(2)
Chapter 2 Definitions and Terminology
25(18)
2.1 Project
25(1)
2.2 Program
26(1)
2.3 Portfolio
27(1)
2.4 Initiative
27(1)
2.5 Progressive Elaboration
27(1)
2.6 Pathway to Benefits
28(5)
2.6.1 Output
28(2)
2.6.2 Capability
30(1)
2.6.3 Outcome
31(1)
2.6.4 Intermediate Benefits
31(1)
2.6.5 Emergent Benefits
31(1)
2.6.6 Dis-Benefits
32(1)
2.6.7 Benefits
33(1)
2.7 Transition Period
33(1)
2.8 Transition Activities
33(1)
2.9 Baseline
34(1)
2.10 Operational Environment
34(1)
2.11 Business as Usual
35(1)
2.12 Gateways
35(1)
2.13 Benefits Reviews
36(1)
2.14 Fiscal Year (or Financial Year)
36(1)
2.15 Front-End Loading
36(1)
2.16 Return on Investment
36(1)
2.17 Benefit Cost Analysis
37(1)
2.17.1 Payback Period
37(1)
2.17.2 Net Present Value
37(1)
2.17.3 Benefit-Cost Ratio
37(1)
2.18 Diagrammatic Methods
38(1)
2.18.1 Benefit Map
38(1)
2.18.2 Dependency Network
38(1)
2.19 Documentation
39(3)
2.19.1 Benefits Management Strategy
39(1)
2.19.2 Benefit Profile
39(1)
2.19.3 Benefits Register
40(1)
2.19.4 Business Case
40(1)
2.19.5 Benefit Realization Plan
40(1)
2.19.6 Program Plan
40(1)
2.19.7 Transition Plan
41(1)
2.19.8 Sustainment Plan
41(1)
2.19.9 Review Report
41(1)
2.19.10 Benefits Closure Report
42(1)
2.20 Summary
42(1)
Exercises and Activities
42(1)
Chapter 3 Team Roles and Responsibilities
43(20)
3.1 Sponsoring Group
45(3)
3.2 Sponsor
48(1)
3.3 Program Manager
49(1)
3.4 Project Manager
50(1)
3.5 Program/Project Management Office (PgMO/PMO)
51(1)
3.6 Project Office
52(1)
3.7 Program Office
53(1)
3.8 Business Change Manager (BCM)
53(2)
3.9 Change Team
55(1)
3.10 Benefit Manager/Owner
56(1)
3.11 Assurance Roles
56(1)
3.12 Governance Roles
57(1)
3.13 Specialist Support Roles
58(2)
3.14 Additional Considerations
60(1)
3.15 Summary
60(1)
Exercises and Activities
61(2)
Part Two The Benefits Life Cycle 63(162)
Chapter 4 Introduction to the Benefits Life Cycle
65(4)
Chapter 5 Establish the Context
69(16)
5.1 Drivers for Programs and Investments
70(4)
5.1.1 PESTLE
70(2)
5.1.2 Triple Bottom Line
72(2)
5.2 Other Program Types
74(5)
5.2.1 Strategic Initiatives
75(1)
5.2.2 Evolving Initiatives
76(1)
5.2.3 Compliance Initiatives
77(2)
5.2.4 Technology-Driven Initiatives
79(1)
5.3 Recognizing the Stakeholders' Perspectives
79(1)
5.3.1 Getting to Know the Stakeholders
80(1)
5.4 Documentation
80(1)
5.4.1 Benefits Management Strategy
80(1)
5.5 Summary
81(2)
Exercises and Activities
83(2)
Chapter 6 Identify the Benefits
85(24)
6.1 Getting Off to a Bad Start
86(1)
6.2 Begin with the End in Mind
87(1)
6.3 Diagrammatic Techniques
88(10)
6.3.1 Benefit Mapping
88(4)
6.3.2 Benefits Dependency Network
92(2)
6.3.3 Benefits Dependency Map
94(1)
6.3.4 Benefits Logic Map
95(2)
6.3.5 Applying These Methods
97(1)
6.4 Identifying the Right Benefits
98(2)
6.5 Who Identifies the Benefits?
100(2)
6.6 Documentation
102(3)
6.6.1 Benefit Profile
102(1)
6.6.2 Benefits Register
103(2)
6.6.3 Benefits Map (or Other Diagrammatic Representation)
105(1)
6.7 Summary
105(1)
Exercises and Activities
106(3)
Chapter 7 Assess the Benefits
109(40)
7.1 Quantifying
111(25)
7.1.1 Cognitive Bias-Some of the Traps
111(15)
7.1.2 Combatting the Biases
126(3)
7.1.3 Calculating the Value of Benefits
129(7)
7.2 Assessing
136(5)
7.3 Documentation
141(1)
7.3.1 Benefit Profile
141(1)
7.3.2 Benefits Realization Strategy
141(1)
7.3.3 Business Case (Initial)
141(1)
7.3.4 Benefits Register
142(1)
7.4 Reviewing and Decisions
142(5)
7.4.1 Initial Business Case Document
142(1)
7.4.2 Assurance
143(1)
7.4.3 Independent Review
144(1)
7.4.4 Learning Lessons
145(2)
7.5 Summary
147(1)
Exercises and Activities
148(1)
Chapter 8 Plan for Benefits Realization
149(34)
8.1 Who Needs to Be Involved in Planning Benefits
151(1)
8.2 The Planning Regime for a Benefit Life Cycle
152(11)
8.2.1 Project Planning
156(2)
8.2.2 Transition Planning
158(4)
8.2.3 Post-Transition-After the Outcome Has Been Realized
162(1)
8.3 Planning for Benefits
163(13)
8.3.1 Early Wins
166(10)
8.4 Documentation
176(3)
8.4.1 Program Plan
176(1)
8.4.2 Benefit Realization Plan
177(1)
8.4.3 Transition Plan
178(1)
8.4.4 Sustainment Plan
178(1)
8.5 Summary
179(2)
Exercises and Activities
181(2)
Chapter 9 Coordinate and Realize the Benefits
183(24)
9.1 Pre-Transition
185(5)
9.1.1 Changes to the Project
185(1)
9.1.2 Scope Changes
186(1)
9.1.3 Schedule Changes
186(1)
9.1.4 Training
187(1)
9.1.5 Communications
187(1)
9.1.6 Baseline
188(2)
9.2 Transition
190(4)
9.2.1 Induction
191(1)
9.2.2 Training
191(1)
9.2.3 Reinforcement
192(1)
9.2.4 Outcome
193(1)
9.3 Post-Transition
194(4)
9.3.1 Stepping Stones
194(1)
9.3.2 Minor Adjustments
195(1)
9.3.3 Reinforcement
196(1)
9.3.4 Measuring Benefits
196(1)
9.3.5 Decommissioning Obsolete Systems
197(1)
9.4 Sustainment
198(1)
9.5 A Case Study
199(5)
9.5.1 Pre-Transition
200(2)
9.5.2 Transition
202(1)
9.5.3 Post-Transition
202(2)
9.6 Documentation
204(1)
9.7 Summary
205(1)
Exercises and Activities
206(1)
Chapter 10 Review the Initiative
207(18)
10.1 Addressing Failure to Meet Benefits Targets
211(6)
10.2 Managing Emergent Benefits
217(1)
10.3 Revisiting Planning
218(1)
10.4 Closure
219(2)
10.5 Documentation
221(2)
10.5.1 Review Report
221(1)
10.5.2 Benefits Closure Report
222(1)
10.6 Summary
223(1)
Exercises and Activities
223(2)
Part Three Embedding the Practices 225(18)
Chapter 11 Embedding Benefits Realization Management into Organizations
227(16)
11.1 Change the Conversation
228(1)
11.2 Enforce the Development of Benefit Profiles
228(1)
11.3 Apply Successful Delivery Mechanisms
229(1)
11.4 Integrate BRM with Existing Organizational Processes
230(1)
11.5 Induct All Stakeholders
230(1)
11.6 Establish a Single Sponsoring Group
231(1)
11.7 Focus on the Significant Benefits
232(2)
11.8 Substantiate the Attribution of Benefits
234(1)
11.9 Test the Legitimacy of Benefits
235(1)
11.10 Beware "Double Dipping"
235(1)
11.11 Apply a Model for Change
236(2)
11.12 Be SMART
238(1)
11.13 Engage Stakeholders
239(1)
11.14 Conduct Independent Assurance and Reviews
240(1)
11.15 Create Champions
240(1)
11.16 Summary
241(1)
Exercises and Activities
242(1)
Appendix I: Documentation 243(12)
Appendix II: Summary of Cognitive Biases Impacting Benefits Realization Management 255(4)
Abbreviations and Acronyms 259(2)
References 261(4)
Index 265
Kenn Dolan is a senior consultant and educator in program and project management. From a civil engineering background, he has managed a diverse range of projects and programs. As a consultant, Kenn has been engaged in several global transformation programs. He has focused on benefits realization management and stakeholder engagement since 2005.

With a Bachelor of Engineering degree from Imperial College, London, and a Master of Science degree from the University of Dundee, Scotland, Kenn is pursuing a doctorate through University College London.